Disappointed in leadership buy-in to QMS

[jacoblhughes]

An unfortunate situation, I just cannot get my upper management to really buy in to our QMS despite obvious benefits. I have to hold hands on anything they are required to do. Especially now that the pandemic has hurt business.

The upside is that I can confidently say I certified a company from start to finish and have a very good understanding of ISO9001:2015. I had thought that once we become certified and there were no more changes that it would be easier but it did not turn out that way. Hoping to make a career change as it was not in my original job description.

I am beyond the point of trying to reason with them, but I am wondering if others have had similar experiences?

 

[Tagin]

You experience is unfortunately all too common. The decision to become 9001 certified being driven by either a customer requirement or a perceived marketing benefit, instead of quality and performance, results in the QMS thereafter being viewed as overhead and red tape, an impediment to 'getting things done'.

 

[John Broomfield]

An unfortunate situation, I just cannot get my upper management to really buy in to our QMS despite obvious benefits. I have to hold hands on anything they are required to do. Especially now that the pandemic has hurt business.

The upside is that I can confidently say I certified a company from start to finish and have a very good understanding of ISO9001:2015. I had thought that once we become certified and there were no more changes that it would be easier but it did not turn out that way. Hoping to make a career change as it was not in my original job description.

I am beyond the point of trying to reason with them, but I am wondering if others have had similar experiences?

Expecting top management to understand their role in making their company's management system work effectively when it has been branded as ISO, or certification or QA's job is indeed very difficult.

This common misperception puts leaders outside of their comfort zone and it is your job to drop the jargon so everyone feels comfortable describing how their vigorous participation in the management system converts customer needs into cash in the bank, faster.

...or if you prefer, creates more successful customers.

Make sure all the processes necessary to make the system work effectively are owned by the acknowledged expert (not QA). BTW, make sure these processes have objectives that contribute to fulfillment of the company's mission (or purpose). Take the system mainstream.

Recruit a crack team of awareness leaders (leaders by rank and by influence) and run a workshop for them where they create their materials to explain:

A. the system of interacting processes,
B. what is required of all employees,
C. the benefits

Close the workshop with trial presentations to fine-tune them, agree on any special media (incl a video of the top manager introducing the sessions). Re-run this workshop when necessary to refresh employee awareness of top management's commitment to requirements.

Run the awareness sessions and share the feedback. You now also have your orientation materials for new employees.

Continue with regular bulletins.

And you should already be using management reviews to report to everyone on what the system does well, what it does less than well and what top management is doing about it.

 

[Steve Prevette]

Yes, yes, all too common. Too many times one needs the "one foot in the grave" and then management becomes desperate enough to lead. A repeat experience I've had in my career is having great success and cooperation when the facility I was working for was under the belief they could be shut down due to their problems. Inevitably as they recover, they believe they are "beyond that" and reverting to old habits.

 

[Sidney Vianna]

An unfortunate situation, I just cannot get my upper management to really buy in to our QMS despite obvious benefits. I have to hold hands on anything they are required to do. Especially now that the pandemic has hurt business.

The upside is that I can confidently say I certified a company from start to finish and have a very good understanding of ISO9001:2015. I had thought that once we become certified and there were no more changes that it would be easier but it did not turn out that way. Hoping to make a career change as it was not in my original job description.

I am beyond the point of trying to reason with them, but I am wondering if others have had similar experiences?

Why do so many ISO 9001 Implementation Programs Fail?

 

[William55401]

Try messaging with the term "Business Process" instead of "QMS".

 

[John Broomfield]

Please also consider from their point of view if your QMS worthy of their enthusiastic support.

Let us not assume that it is.

 

[jacoblhughes]

Please also consider from their point of view if your QMS worthy of their enthusiastic support.

Let us not assume that it is.

Fair point, I suppose.

 

[jacoblhughes]

Why do so many ISO 9001 Implementation Programs Fail?

Thanks, great read. I think a rebranding to Business instead of Quality would do a lot of good.

 

[Kronos147]

I crossed off the word 'Quality' on the cover of my copy of ISO 9001.